2004 DEFENSE INSTALLATIONS STRATEGIC PLAN

INSTALLATIONS ARE A CRITICAL COMPONENT TO THE NATION’S FORCE CAPABILITIES. DoD ISWORKING TO ENSURE THAT IT IS DELIVERING COST EFFECTIVE, SAFE, AND ENVIRONMENTALLYSOUND CAPABILITIES AND CAPACITIES TO SUPPORT THE NATIONAL DEFENSE MISSION.

combat power begins at home
ing installations to meet the emerging needs of the warfighter.
 engaged worldwide in a war against global terror. Operations

d Iraqi Freedom clearly underscored the need for a joint, integrated

o defeat all threats to U.S. citizens, friends, and interests. To that

eadiness of the Nation’s military to meet the security challenges of

ends on a complex “blend” of the right people, the right weapons,

 systems. With regard to support systems, we need a global frame

facilities, ranges, and other critical assets which are properly 

and capable of ensuring that the Department of Defense and the 

can successfully carry out the roles, missions, and tasks that 

y at home and overseas.

s framework, including its associated environment, has many purpos

e regular forward presence of U.S. forces as well as their emergency

contingency, and combat. Simultaneously, it must focus ten to twenty

to develop technologically advanced, affordable, and effective joint

s and to “grow” the highly qualified and committed people who will

 them. Our framework must provide a productive, safe, and efficient

ffer a decent quality of service for our military members and families.

tallations, but “the best” is not defined by how much is spent. 

efense installation assets — the facilities and their environment – 

rmity of the task to provide the right installations framework. We 

to find the optimum management approach that balances the many 

ts. For example, while our installations retain their primary military

train and equip our forces, they also are home to rare species of

ur stewardship thus embraces the joint warfighting requirements 

mmanders with environmental management.

e Secretary of Defense have challenged the military to transform

urity challenges of today as well as to prepare for future threats 

 Clearly, this transformation is about more than leading-edge 

trinal innovation, and the employment of technology – it is also 

pproach to the fundamental business practices and infrastructure

partment of Defense. 

In the Office of the Deputy Under Secretary of Defense (Installations and Environment), weare transforming, not just by incorporating best business practices, but also by extendingthese practices into new, previously unexplored areas. We are implementing a capabilitiesbased process for identifying needs, creating choices, developing solutions, and providinginstallation capabilities to support joint warfighting needs. Stakeholders’ participation will encourage innovation and seek the “best solution” to meet joint capability needs ordesired effects. Solutions will be evaluated using open and explicit analysis to provide thebest possible information for decision makers. Our transformation also embraces bestpractices in managing the environmental, safety, and health aspects of the Defense mission by implementing management systems to reduce the risks and costs inherent indeploying joint integrated forces and to ensure the long-term viability of Defense operations. We are helping to field technologies that have lowered capital and environmentalcosts as well as reducing waste streams and improving long-term sustainability.We have made good progress in many areas, but much remains to be done. This strategicplan explains how we will build upon past accomplishments to advance the Department’stransformation by improving programs to sustain, restore, and modernize our installationassets. This plan is much more robust than its predecessor: It provides specific initiatives,timelines, and performance measures by which we can assess our success in achieving ourgoals and objectives.America’s security depends upon defense installation assets that are available when and where needed, and with the right capabilities to support current and future missionrequirements. As the guardians of the defense installations and environment, we embracetransformation as the only way to guarantee these capabilities are delivered — effectivelyand efficiently. Installations: The Home of Combat Power.

Raymond F. DuBoisDeputy Under Secretary of Defense(Installations and Environment)

Foreword
In August 2001, the Department of the Defense issued the first-ever Defense

Installations Posture Statement along with the initial Defense Facilities Strategic Plan. Since then, the concepts and initiatives contained in that document guided the Department’s programs and budgets and enabled substantial improvements inthe management and sustainability of our installation assets.However, much has changed since those initial documents were published. The terrorist attacks of September 11, 2001 dramatically changed the strategic internationallandscape and significantly altered our requirement for homeland security. The GlobalWar on Terrorism has reinforced the need for a new, more flexible global installationsposture. Within the Department of Defense, we re-integrated the environmental security function with the installations function. In 2003, the General Accounting Officereleased a comprehensive review of the Department’s facilities program and called for a more detailed strategic plan. In February 2004, the President signed ExecutiveOrder 13327, "Federal Real Property Asset Management" to promote efficient andeconomical use of real property assets. A Federal Real Property Council has beenestablished and chaired by OMB to implement the Executive Order. The Council'sprinciples, vision and performance measures will be incorporated in our processes andpractices as they are published. These and other developments have resulted in thedevelopment of the updated 2004 Defense Installations Strategic Plan outlined here. 

Prepared by the Office of the Deputy Under Secretary of Defense for Installations andEnvironment (DUSD I&E), the 2004 Defense Installations Strategic Plan significantlyexpands the scope and depth of the initial Strategic Plan. The expanded scopereflects the integral relationship between natural and manmade assets on Defenseinstallations and advances the integration of installations and environmental, safety,and occupational health activities to enhance overall support of the military mission.Thus, throughout this Strategic Plan, we use the term “installation assets” to includeall natural and manmade assets associated with owning, managing, and operating an installation, including the facilities, people, and internal and external environment.The greater depth in this version of the plan also results from increased focus onspecific objectives – including identification of performance metrics, target dates, andresponsible offices. The strategic framework included in the 2001 Plan remains sound. Our strategy isorganized around a framework that includes a global vision and mission, strategicgoals, tactical objectives, and means for achieving the objectives, goals, missions,and ultimately the vision. In the post-September 11 environment, we added one new“pillar” to the framework – “right safety and security” – to emphasize anti-terrorismand force protection requirements. Other 2001 goals have been modified to accommodate the incorporation of installation services, environmental, and safety and health activities.Our vision for installations is simple to state and understand, but not easy to achieve.Even if we can achieve all of our tactical objectives and strategic goals, realization of a perfect balance between on-hand assets, capabilities, capacities, and militaryrequirements remains many years in the future. But we are closer to the vision todaythan we were in August 2001, when our initial plan was published. At that time, weplanned to sustain our facility assets at 89% of standard commercial benchmarks,and within the Department there were vast differences between the Armed Services.Today, in our FY 2005 budget, we sustain to 95% of standard benchmarks – anddeviations among the Services have been reduced to zero. We have driven the 

ntroduction

Vision

Mission

oal 2 Goal 3 Goal 4 Goal 5

ns & Strategies

rformance or 

verable Targets

Metric or Task

Target Date

Resources

ponsible Office
51 years in our last plan to 105 years

pitalization objective in FY 2008. We are

ur vision.

h on a daily basis. It is a complex and

sets and resources under the manage

se: 30 million acres, nearly 600,000

 in annual expenditures. We undertake

edge that they are provided by the

 These are the nation’s assets:

y supporting. In addition, the divisions

bjectives under the goals are not hard

outputs from the system while the last

 installation assets and services. 

e activities. All DoD Components will

 assets and services strategic plans 

tions Strategic Plan. These are the

business plans within the Department.

Defense (Installations and Environment)

available to a broad readership outside

mentally, a plan that is daily being 

allation assets and services. Accordingly,

serve clarity and meaning for those

vides a list of definitions of special

2 |3

2004 DEFENSE INSTALLATIONS STRATEGIC PLAN

DoD Component 

Implementation Plans

Defense Installations 

Strategic Plan

AT&L's Goals & Objectives

SECDEF's 

Ten Priorities & Guidance

EXAMPLE

President's Management Agenda

> Transform the joint force> Streamline DoD processes> Resources rationalized> Motivated, agile workforce> Right Size and Place> Right Quality> Right Safety and Security> Variable by Component

> Right Resources> Right Tools and Metrics

INSTALLATION ASSETS AND SERVICES ARE AVAILABLE WHEN AND WHERE NEEDED, WITH THE CAPABILITIES AND CAPACITIES NECESSARY TO SUPPORT THE JOINT WARFIGHTER.

> Resources well managed and wisely used – 

 Executive Order 13327

> Military Housing Privitization

fig. 2

Linkage with Higher Order

Plans and Priorities.

OUR VISION...Installation assets and services are available when and where needed, with the joint capabilities and capacities necessary to effectively and efficiently support DoD missions.OUR MISSION...Provide, operate, and sustain, in a cost-effective and environmentally sound manner, the installation assets and services necessary to support our military forces – in both peace and war.OUR GOALS...Right Size and Place: Locate, size, and configure defense installations and installation assets to meet the requirements of today’s and tomorrow’s force structure.Right Quality: Acquire and maintain joint defense installation assets to provide good, safe, and environmentally sound living and working places, suitable base services, and effective support for DoD’s current and future missions.Right Safety and Security: Protect defense installation assets from threats and unsafe conditionsto reduce risk and liabilities.Right Resources: Balance requirements and resources – money, people and equipment – to optimize life-cycle investments and reduce budget turbulence.Right Tools and Metrics: Improve portfolio management and planning by embracing best business practices, modern asset management techniques, and performance assessment metrics.
To meet today’s challenges and to enhance DoD joint

warfighting capability to prepare for the future, we mustshape and size our installations framework to align withoperational requirements and to ensure readiness. Wemust divest excess and obsolete assets, but we must alsoinvest in solutions for space or capacity deficits at somelocations for certain types of assets. We must, in short,adjust the Department’s global “footprint” to matchevolving military requirements – disposing and acquiringfacility assets where necessary and configuring and reconfiguring our installations and associated environmental assets to optimize effectiveness and efficiency.OBJECTIVE 1.1: Reshape the overall structure of installations within 

the United States to better match current and future missions with joint warfighting needs.Means and Strategies: We will implement a fifth round of Base Realignment and

Closure (BRAC) in 2005 using the authority granted by Congress. This is our mostimportant infrastructure rationalization initiative. While BRAC allows for disposal of unneeded assets, more importantly it allows for the realignment of facilities andpersonnel – which is fundamental to the Department’s transformation. A primaryobjective of BRAC 2005 is to determine and implement opportunities for greater joint activity among the DoD components.Performance Deliverable (Date):

■ Initiate improved tools and data collection process for BRAC analysis (end of 2004).■ Meet all BRAC 2005 milestones (2005). 

■ Publish draft selection criteria (December 31, 2003).■ Submit Force-Structure Plan, Infrastructure Inventory, and certification of need 

for BRAC to Congress (delivered with the FY 2005 budget justification documents).

■ Publish final selection criteria (February 16, 2004).

■ Submit revisions to Force-Structure Plan and Infrastructure Inventory to Congress 

as needed (delivered with the FY 2006 budget justification documents). 

■ Submit BRAC recommendations (May 16, 2005). ■ Provide support and analysis for the following:

•Comptroller General analysis of the Secretary’s recommendations and selection process

(July 1, 2005).

•Commission’s Recommendations (September 8, 2005).•President’s Approval or Disapproval of Commission Recommendations (September 23, 2005).•Commission’s Revised Recommendations (October 20, 2005).•President’s Approval or Disapproval of Revised Recommendations (November 7, 2005). 

■ Annually report net change and net costs for reshaping the U.S. DoD footprint 

(FY 2006-2011).

Responsible Office: DUSD(I&E)

Relationship to Other Objectives: See Objective 1.7. 

OBJECTIVE 1.2: Reshape the structure of installations abroad to better align

with emerging threats.Means and Strategies: Since 1990, DoD has returned or reduced operations at about1,000 overseas sites, resulting in a 60% reduction in our overseas infrastructure.However, DoD continues to have major responsibilities and missions abroad. Recentand forecasted conflict scenarios have evolved to include asymmetrical threats inremote areas of the world. Our installations framework must be adapted to thesechanges and it must address environment, safety, and occupational health issues thatimpact mission and basing decisions. Based on our recent study, we will review andadjust current construction programs and reprogram resources as necessary to meetthe new requirements. Our strategy will require a new type of installation – forwardoperating sites as well as cooperative security locations – with different characteristics and costs when compared to traditional installations.

oal 1, Right Size and Place:

ate, size, and configure defense installations and installation assets to meet the requirements of today’s and tomorrow’s force structure.
2004).

d of 2005).

ccupational Health (ESOH) 

&E) in conjunction with PA&E and 

es 1.7 and 2.1. 

 and air space resources to 

es, preventing encroachment.

nd environmental encroachment at 

interferes with the ability of our 

sions. Encroachment has physical as

s not simply the physical growth and

 is also represented by the competing

 airspace, radio frequency spectrum,

 needs are straining the Department's

g a long-term, comprehensive program

 maintaining healthy ecosystems. This

cation but also regulatory and adminis

 adjustments, and active stakeholder

vative technology advancements to

sures and predict encroachment trends.

alance between test and training

near our test and training ranges, 

ewardship. 

Performance Deliverable/Target (Date):

■ Identify the encroachment impacts and costs imposed on training and operations (2006). ■ Complete baseline assessments and plans at 90% of DoD ranges (2008). ■ Have no new critical habitat designated on DoD test and training ranges (FY 2004 - FY 2010).Responsible Office: DUSD(I&E)

Relationship to Other Objectives: See Objectives 1.4, 2.6, 5.2 and 5.6. 

OBJECTIVE 1.4: Improve land use compatibility to satisfy training and 

readiness requirements. Means and Strategies: The Department has several programs to assist local 

governments in making land use decisions that are compatible with operations at defense installations. Each of these policies (Air Installation Compatible Use Zone; Joint Land Use Studies; Sustainment of Ranges and Operating Areas, andleveraging the right mix of innovative technologies to improve natural resource management) encourage active involvement and technical assistance in local land use planning processes to ensure concerns related to encroachment are shared and appropriately resolved. Congress provided new authority (10 U.S.C. 2684a) in 2003 for the MilitaryDepartments to enter into agreements with private conservation organizations and state or local governments to limit incompatible uses or preserve habitat andeliminate or relieve environmental restrictions. Agreements under the new authoritywill allow private organizations to acquire, on a cost-shared basis, interests in properties near military installations. Complementing this new authority, each of the military departments are working to enhance the effectiveness of IntegratedNatural Resource Management Plans (INRMPs), to sustain mission readiness whileconserving and improving important natural resources.

4 |5

2004 DEFENSE INSTALLATIONS STRATEGIC PLAN

OBJECTIVE 1.3

Encroachment at Fort Bragg; yellow line is thebase boundary.
Performance Deliverable (Date):

■ Complete and implement Integrated Natural Resource Management Plans at all installations

where required in partnership with U.S. Fish and Wildlife Service and State fish and gameagencies (FY 2004).

■ Coordinate all INRMPs with military trainers and testers, and incorporate and implement

resulting project requirements in the INRMPs (FY 2004).

■ 100% of INRMPs are completed or reviewed and updated as required by law and DoD policy

(measure applies each fiscal year).

Responsible Office: DoD Components and DUSD(I&E).

Relationship to Other Objectives: See Objectives 1.3, 1.7, 2.6, 5.2 and 5.6. 

Means and Strategies: DoD has completed a six-year demolition and disposal 

program that removed more than 86 million square feet of obsolete facilities. Thisaccomplishment will save more than $1 billion cumulative through FY 2007. However,we are not done. We have funded a follow-on program that runs through FY 2009and in 2004 are developing a new round of performance targets. We have establisheda link between the demolition and sustainment programs, essentially giving DoDComponents a choice between properly sustaining assets or removing them from the inventory. Performance Deliverable (Date):

■ Establish new annual targets for demolition and disposal programs (2005).■ Eliminate obsolete and excess inventory (2010).Responsible Office: DoD Components and DUSD(I&E).

Relationship to Other Objectives: See Objectives 2.1, 2.6, 4.1 and 5.6. 

OBJECTIVE 1.6: Eliminate existing space or capacity deficits, to reduce 

ineffective and expensive work around conditions. Means and Strategies: DoD has acknowledged pockets of assets excess to need, 

and taken steps to dispose of them. However, we also have shortages in certaintypes of assets at some locations. Space shortages – such as the lack of properstorage for expensive military equipment, or the lack of sufficient training grounds — wastes money and reduces readiness. We have loosely defined programs in placeto acquire these assets, primarily through military construction projects or leasingarrangements, however we lack standardized DoD-wide tools for computing and forecasting the requirement.

1.4 >

0

20

406080

100

FY98 FY99 FY00 FY01 FY02 FY03

MILLIONS OF SQUARE FEET DISPOSED DPG/GPRA Goal Established in 1998: 80.1 million square feet

86.5

fig. 3

olition/

acilities

rvices).

OBJECTIVE 1.5: Eliminate excess and obsolete facility inventories to

reduce life cycle costs. 
es 5.5 and 5.6. 

utilization rate of physical assets and

le investments and reduce overhead. 

rted joint use of installation assets,

 activities is possible. Inter-DoD 

us installations; more complex 

ly. As part of defense transformation, 

unities for increased jointness, thereby

 Examples include sharing space in

-kind consideration. We have chartered

 processes, procedures and practices 

 establish a common set of business

ce levels, and minimize management

se lease authorities granted by

facilities, including historic facilities,

nds. The Army is a leader in this 

m Houston and Walter Reed Army

 a study of over- and under-utilization

cant impact on DoD sustainment 

Performance Deliverable (Date):

■ Develop milestones for the development of joint basing criteria (2004).■ Complete a study of facility utilization rates on sustainment and recapitalization costs (2005).■ Report percentage of assets meeting joint use criteria (2010). Responsible Office: DUSD(I&E) in coordination with ASD(RA).

Relationship to Other Objectives: See Objectives 1.1, 1.2, 1.4, 2.4 and 5.4. 

6 |7

2004 DEFENSE INSTALLATIONS STRATEGIC PLAN

"Joint construction of the Salem ArmedForces Reserve Center. Group representsunits at the center: Oregon Air NationalGuard Headquarters; Oregon ArmyNational Guard units - (1249 EngineerBattalion, 206 Quarter Master Battalion,102 Civil Support Team (WMD), and theMedical Detachment); Oregon NationalGuard Emergency Operations Center; State Agencies include Oregon Departmentof Transportation, Oregon EmergencyManagement, Law Enforcement DataSystems, Oregon State Police DispatchCenter, and Department of Corrections.These agencies maintain 24 hour operations at the facility."

OBJECTIVE 1.7
Supporting the warfighter involves much more than

episodic spurts of support during combat and other operational missions. Supporting the warfighter requires along-term, day-to-day commitment to deliver qualitytraining, modern and well-maintained weapons and equipment, a safe, secure and productive workplace, a healthyenvironment, and good living conditions for our membersand their families. Our installations are the home of U.S.combat power – and our installation assets are an inseparable element of the nation’s military readiness andwartime effectiveness. Customer satisfaction in DoD isrepresented by a Commander's ability to perform a mission.OBJECTIVE 2.1: Fully support installation assets to prevent premature 

deterioration, unsafe conditions, and obsolescence, and to optimize theinvestment over a service life. Means and Strategies: DoD has a three-tiered strategy (sustainment, restoration and

modernization) in place to prevent corrosion and other forms of deterioration, counterobsolescence, and restore lost capabilities. As stewards of the single largest portfolioof taxpayer-provided assets, DoD will properly sustain the facilities that we areresponsible for so long as they are required by the nation. This is not just the rightthing to do; it is also the most economical approach over the life cycle of the assets.We have developed a Facilities Sustainment Model (FSM) based on commercialbenchmarks that accurately forecasts the funding required, have applied it throughoutthe Department, and use it to build our budgets. The model properly accounts for all funding contributions, including those from our allies. As seen in Figure 4.1a, we have made good progress toward achieving our goal of full sustainment.Beyond sustainment, we must and will keep pace with technological advances and evolving standards to modernize our installations assets. We have developed a

Facilities Recapitalization Metric for determining the appropriate rate of modernization– given the expected service life of the assets – and the annualized funding neededto keep the entire portfolio up to date over an average service life of 67 years.During the past few years, we have substantially reduced the corporate recapitalization rate from nearly 200 years to 105 years, as illustrated in Figure 4.1b, and wehave funded plans in place to achieve our modernization objective. As part of our effort to integrate safety and health into all program areas, DoD uses a system to prioritize unsafe conditions for abatement based on Risk AssessmentCodes (RACs) from 1 to 5. RACs give commanders a tool to use available funding to mitigate the most hazardous situations on an installation. Components are requiredto ensure that RAC 1, 2, or 3 hazards not corrected within 60 days are included intoa formal installation hazard abatement plan and any affected DoD civilian employeesare notified. Performance Target (Date):

■ Budget for not less that 95% of full sustainment for all forecasted Defense facilities 

(FY 2005).

■ Budget for 100% of sustainment (FY 2008).■ Budget for an annualized recapitalization rate not to exceed 67 years (FY 2008).■ 100% closure of RAC 1, 2 and 3 hazards within 60 days of hazard identification. Responsible Office: DUSD(I&E) in coordination with DoD Components.

Relationship to Other Objectives: See Objectives 1.2, 1.5, 2.3, 2.4 and 4.1. 

OBJECTIVE 2.2: Restore the overall readiness of existing facilities to at least

Q-2 status, on average, to improve mission support.Means and Strategies: Proper sustainment and recapitalization of our assets today and

into the future is essential – but unfortunately not sufficient in the near term. In theprevious decade, much capability was lost due to insufficient levels of sustainment

oal 2, Right Quality: 

uire and maintain defense installation assets to provide good, safe, and environmentally sound living 

working places, suitable base services, and effective support for DoD’s current and future missions. 

Y08 FY09

65 62 

66 68 

60 66

65 55

ate 

rs 

Y08 FY09

7% 98%

8% 98%

7% 97%

9% 98%

rs
alization, leaving a collection of assets

eady obsolete or that have a reduced

 (see Figure 5). Therefore, in the near

ill need to accelerate the recapitaliza

elow normal benchmarks to restore

To track our progress, we plan to deploy

zed quality rating system (“Q-ratings”)

ver the next few years.

nventory have valid Q-ratings (2005).

 inventory have valid Q-ratings (2006). 

d to at least Q-2 status (end 2010); 

at least Q-2 status (end 2007).

ponents.

e 5.2. 

OBJECTIVE 2.3: Eliminate inadequate family housing and permanent party

barracks, to improve the quality of life for Service members and their families.Means and Strategies: Because of the importance of good living conditions of our

military members and their families, the Secretary of Defense accelerated the goal of eliminating inadequate housing to 2007. We will achieve the goal through a threepronged approach – increased pay allowances for non-government housing, increasedprivatization of government housing, and traditional projects to restore Defense housing.We will eliminate out-of-pocket housing costs for members living off-base in FY 2005,and we have received an overwhelmingly positive response from our service membersliving in privatized housing. Our family housing master plans, originally directed byCongress, have been key to identifying the universe of inadequate housing and theresources required to achieve our objective. We are also committed to improving housing for our unaccompanied Service members. We continue to build to our “1+1” barracks standard (two bedrooms sharing a bath and kitchenette area) where necessary to improve privacy, and will eliminate the worst conditions –“gang latrine” barracks for permanent party soldiers – DoD-wide by 2008. The Navy is attempting to use privatization as one key element of their Homeport Ashore Initiative. Barracks are already included in our broader sustainment, restoration, and modernization (S/RM) programs for facilities; to ensure that conditions once restored remain good, we will re-align sustainment and future recapitalization of our remaining family housing units under the S/RM metrics.Performance Target (Date):■ Zero out-of-pocket housing expenses for typical member living in the private sector (FY 2005). ■ Realign family housing program elements to use standard S/RM metrics (FY 2006).■ Eliminate inadequate family housing (except for selected Air Force installations) 

and permanent party barracks (FY 2007).

Responsible Office: DUSD(I&E) and USD(P&R).

Relationship to Other Objectives: See Objectives 2.1 and 4.3. 

8 |9

2004 DEFENSE INSTALLATIONS STRATEGIC PLAN

ood Support 

9.7%

Some Problems 26.3%

Serious Problems 52.5%

OBJECTIVE 2.3

fig. 5Facilities Readiness - DoD Installations Readiness Report, FY 2003.

rated steam pipes

lt of inadequate

ent.

Privatized familyhousing at FortCarson, Coloradoto improve thequality of life.
OBJECTIVE 2.4: Provide adequate base services support to fully execute the

installation’s mission. Means and Strategies: The Department needs common standards and performancemetrics for managing base operations support and real property services. We haverecently undertaken steps to develop improved tools in these areas (see Objective 5.4).We need to ensure that base services are adequately resourced and equipped to provide mission critical support, such as fire protection. For example, each of the MilitaryServices has reported significant deficiencies (shortages and maintenance problems)

in firefighting apparatus that are disrupting installation missions. We will develop aDoD-wide strategy for modernizing and sustaining the firefighting apparatus fleet. Performance Deliverable (Date):

■ Develop a plan and timeline for addressing base operations support and real property 

services (2004).

■ Implement DoD-wide standards and funding models for real property services (2006).■ Implement DoD-wide standards and funding models for other base operations support 

(to be determined).

■ Develop a plan and timeline for correcting deficiencies in firefighting apparatus (2005).■ The Services budget for and procure firefighting apparatus and make repairs as required 

in the plan for each fiscal year (2006 - 2011).

Responsible Office: Real property services – DUSD(I&E) in coordination with DoD

Components. Base operations support – multiple organizations.Relationship to Other Objectives: See Objectives 1.7, 2.1, 4.2, 4.5 and 5.4. 

OBJECTIVE 2.5 - Achieve sustainable operations in a manner that preserves

assets enabling successful mission operations over perpetual useful life.Means and Strategies: DoD is committed to ensuring installation assets are capable

of supporting mission requirements by identifying and managing operational andfinancial risks to resource requirements in an objective and quantifiable manner. This will require the development of tools to assess present and future operationalrequirements against available assets. By focusing on operational requirements and complying with regulatory requirements, DoD will ensure natural asset protectionand sustainable operations. DoD is committed to investments in the protection andrestoration of land, air, and water resources to protect the readiness of our militaryforces and to ensure their families and surrounding communities have a safe andhealthy environment. 
nt actions received to zero. 

scharges in compliance with applicable

ater discharges each year.

ponents.

es 5.2 and 5.3. 

historic properties, archaeological

ltural assets as required by law 

 

otect the nation’s cultural resources. 

additional analytical tools. More than

ualify for consideration for National

within ten years. Efforts are underway to

y types when they must be evaluated for

 technical, programmatic techniques, and

) divestiture to preserve historic properties.

ected previously unknown archaeological

ises while minimizing the collection of

sting activities may affect Native American

at tribes be given access to cultural and

nt to or overlap American Indian and

 Management Plans (ICRMPs) include

s to meet the requirements of applicable

ong-term roadmaps to the management 

RMPs with other installation 

Performance Deliverable (Date):

■ 50% of real property inventory records will accurately identify historic properties 

and their quality (2005).

■ 100% of real property inventory records will accurately identify historic properties 

and their quality (2006).

■ 100% of archaeological resources, Native American and other cultural assets will be accurately inventoried and quality ratings established in the real property inventories (2007).■ Develop standards to ensure that the possible presence of archaeological resources, 

Native American and other cultural assets are modeled, inventoried, and managed in close integration with project and operations planning (FY 2006). 

■ 100% of Integrated Cultural Resource Management Plans are completed or reviewed and

updated annually as required by law and DoD policy (measure applies each fiscal year).

■ 100% of Integrated Cultural Resources Management Plans will be current and implemented,

in consultation and partnership with State Historic Preservation Officers and other appropriate consulting parties (FY 2008).

Responsible Office: DUSD(I&E) in coordination with DoD Components.

Relationship to Other Objectives: See Objectives 1.3, 1.4, 1.5, and 5.2.

10 |11

2004 DEFENSE INSTALLATIONS STRATEGIC PLAN

OBJECTIVE 2.6

Headquarters Building500 at Fort Riley: "the most significantchallenge has been maintaining the integrityof the historic structurewhile continually retrofitting it for modernoffice use as Fort Riley'sheadquarters."
The nation entrusts DoD with critical assets, including

those most valuable—its sons and daughters. The warfighting occupation is by nature dangerous; we cannotdefend this nation without going in harm’s way. Nevertheless, we must manage risk and do all that we can toprotect our assets from willful attacks or accidentalinjury. We must also protect our people from inadvertentexposure to health risks and accidents associated withpeacetime operations, training, and maintenance. Ourinstallations are the home of U.S. combat power, andsecurity begins at home.OBJECTIVE 3.1: Protect installation assets against terrorist and criminal

threats to maintain mission capability.Means and Strategies: DoD has established new minimum anti-terrorism standards for buildings – maximizing standoff distance, constructing superstructures to avoidprogressive collapse, reducing flying debris hazards, providing effective building layout, limiting airborne contamination, and providing mass notification. The standardsapply now to all DoD controlled inhabited assets, and will be phased in for leasedassets. Concern about concentration of Defense activities in the Washington, DC areahas been addressed. All major land acquisition proposals within the Washington, DCNational Capital Region (NCR) – the geographic area within roughly 100 miles of the Pentagon – as well as all major proposals to relocate to the area require approval of the Secretary of Defense. Performance Target (Date):

■ Installations and critical facilities meet anti-terrorism and force protection criteria

(75% – 2005; 100% – 2009).

■ Apply new anti-terrorism standards to all new leases (2006). ■ Apply new anti-terrorism standards to all lease renewals (2010).

■ 100% of installations are in compliance with DoD 2000.12 standards on policy, 

program management, and planning (2007).

■ 90% of all installation fire departments are CBRNE capable (2009).Responsible Office: DUSD(I&E) 

Relationship to Other Objectives: None.

OBJECTIVE 3.2: Reduce accidents, injuries, explosive mishaps, 

and occupational illnesses to preserve operational readiness.Means and Strategies: Occupational injuries and illnesses impact our readiness in anumber of ways: loss in skilled personnel requires expensive recruitment and trainingof replacements; accidental degradation, damage and loss of equipment results inlost productivity and efficiency; and injury and illness issues divert management’sfocus on readiness. In 2003, the Secretary of Defense challenged the Secretaries ofthe Military Departments and other senior leaders across the Department of Defenseto reduce preventable accidents by 50% within two years. The DoD Components are actively working to achieve this goal. In January 2004, the President establishedthe Safety, Health and Return-to Employment (SHARE) Initiative, and the Secretary of Labor issued goals for the Federal government. These are consistent with the DoD’s emphasis on safety and health performance, which support operationalreadiness. We are working to implement management systems for safety and health (see Objective 5.3) to improve safety performance, and achieve both DoD and Federal goals. Performance Target (Date):

■ 3% per year reduction in total case rates for injuries and illnesses from FY 2003 baseline

(FY 2004 - 2006).

■ 3% per year reduction in case rates for lost time injuries and illnesses from FY 2003 

baseline (FY 2004 - 2006).

■ 5% per year increase in timeliness of filing notices of injury & illness from 

FY 2003 baseline (FY 2004 - 2006).

oal 3, Right Safety And Security:

ect defense installation assets from threats and unsafe conditions to reduce risk and liabilities.

orism 

nts at 

agon.
ction days due to injuries and illnesses from

 baseline (50% - FY 2005; 75% - FY 2008).

e 5.3. 

taminated by hazardous 

tions. 

litary installations and formerly used

stances, pollutants, contaminants and 

ms, the Installation Restoration 

gram, address these contaminants. 

 

 level of response required.

ogies and management approaches.

ropriate. 

e completed response actions at 

ave initiated work at 95% of sites. 

n the “program build” phase and 

ons: 100% of high risk sites remedy

007; 100% of medium risk sites RIP/RC 

FY 2014.

efense sites: 100% of high risk sites

 RIP/RC by FY 2011; 100% of low risk 

■ For environmental restoration on BRAC sites: 

100% of sites RIP/RC by FY 2005.

■ For the Military Munitions Response Program on

active installations: 100% of preliminary assessmentsby FY 2007; 100% of site inspections by FY 2010.

■ For the Military Munitions Response Program 

on BRAC installations: 100% of sites RIP/RC by FY 2009.

Responsible Office:DUSD(I&E) and DoD Components.Relationship to Other Objectives:See Objectives 5.2 and 5.3. OBJECTIVE 3.4: Protect people and assets through effective, 

safe, and economical pest management programs.Means and Strategies: Protection of the warfighter from insect-born illness supports

readiness. Actions taken to effectively protect our personnel must also address environmental and public health considerations in use of pesticides and other pest management practices. The Armed Forces Pest Management Board seeks to effectivelycontrol pests while also avoiding unjustified increase in DoD’s overall pesticide usage. Performance Deliverable/Target (Date):■ Require all installations develop and update current pest management plans (2004).■ Require all DoD pesticide applicators be certified (2004).■ Achieve zero percent increase in pesticide use (1998, Baseline Year) 

(Measure applied each year, beginning in 2004).

Responsible Office: DUSD(I&E) and DoD Components.

Relationship to Other Objectives: None.

12 |13

2004 DEFENSE INSTALLATIONS STRATEGIC PLAN

OBJECTIVE 3.3

Sampling soil for hazardous substances.
Plans without resources are not plans at all – they 

are wish lists. In the installations community, there has historically existed an imbalance between plans,needs, and resources. Facility needs were sometimes ill-defined or plans were developed in the absence ofresources for implementation. We are transforming thesepast practices as we implement the priorities shown in figure 6. DoD is establishing a balanced set of installations and environmental programs by (1) standardizingbusiness processes and (2) matching resources to plans. OBJECTIVE 4.1: During this period of change, due to ongoing assessments

of installation assets to change our global posture, allocate funding sufficientto sustain existing and forecasted assets – before planning to acquire newassets that entail additional unfunded requirements.Means and Strategies: Through clear planning guidance followed by effective program reviews and firm enforcement, the Secretary of Defense has implemented a new strategy that emphasizes a life-cycle approach to managing the Department’sfacility assets. Using performance management tools, we have put in place incentivesto (1) adequately sustain existing assets and (2) dispose of existing assets and deferacquisition of new assets unless funding is available to properly support them once built.Performance Deliverable (Date):

■ Ensure continued progress in FY 2006 and FY 2007 toward the FY 2008 targets 

described in objectives 1.5 (disposal of obsolete assets) and 2.1 (prevent deterioration and obsolescence) (2005).

Responsible Office: DUSD(I&E)

Relationship to Other Objectives: See Objectives 1.5 and 2.1. 

OBJECTIVE 4.2: Optimize the balance of funding for base services and

investment in facilities to minimize migration of funds during execution.Means and Strategies: During budget execution, there is often reprogramming

(“migration”) of funding between the accounts funded by the operations andmaintenance (O&M) appropriations. This flexibility permits the Department to adapt toemergent needs, but maintaining approved corporate strategies can be challenging.Our long-term objective is to minimize such “migration” during execution by moreaccurately forecasting and reflecting the need for base services in our budget. Performance Deliverable (Date):

■ Conduct a study of the ratio of base services funding to facilities sustainment, restoration

and modernization funding, comparing budget requests to budgets executed (2006).

Responsible Office: DUSD(I&E)

Relationship to Other Objectives: See Objectives 2.4 and 5.4. 

OBJECTIVE 4.3: Privatize facilities and services (to include personnel) 

when economical and while maintaining adequate mission support. 

oal 4, Right Resources:

nce requirements and resources – money, people and equipment – to optimize life-cycle investments and reduce budget turbulence.

Competetive Evaluation Complete 273

Privatized Without 10 USC 2688 Authority 372

Owned by Others 733

Pending Solicitation

159

RFP Issued

105

RFP Closed Pending SSA Decision629

Privatized Using 10 USC 2688 Authority 89 Exempt 

246

fig. 7DoD Utility Systems / Total of about 2600 systems (as of June 2004) $50B Value.
partment will aggressively search for

ons function has many opportunities for

ng over the management of facilities –

ms – to private enterprise. The Military

orized by Congress in 1996, has been

aseline (2009).

on or Military Construction by 2007 

ems (see Figure 6, (prev. page)) 

 with the DoD Components.

e 2.3. 

gineering career program to

ities of the facilities engineering

anagers.

n Workforce Improvement Act (DAWIA)

n, training, and experience requirements

ositions. The Facilities Engineering

e developed and fielded two levels of

roduce an advanced course and deliver

n mid-FY 2005. These initiatives will

he installation management workforce.

m Field Level 3 Course (2005).

OBJECTIVE 4.5: Provide reliable and cost-effective utility services. 

Means and Strategies: To minimize facility energy consumption, the Department will

continue to focus on (1) investments in cost-effective renewable energy sources, (2) energy-efficient construction designs, and (3) aggregating bargaining poweramong regions and Services to reduce energy costs.Performance Target (Date):■ Reduce standard building energy consumption from 1985 baseline 

(30 % - end of FY 2005: 35% - end of FY 2010).

■ Reduce industrial and laboratory energy consumption from 1990 baseline 

(20% - end of FY 2005; 25% - end of FY 2010).

Responsible Office: DUSD(I&E)

Relationship to Other Objectives: See Objective 2.4. 

OBJECTIVE 4.6: Reduce consumption of energy. 

Means and Strategies: As one way to minimize unnecessary life cycle costs, the

Department will continue to focus on innovative technologies, state-of-the-art techniques, and alternative sources to reduce energy consumption. Active technologydevelopment and testing of bio-based lubricants/fuels are providing favorable resultsthat are translating to alternatives to standard fossil-fuel products. Through activemanagement of the DoD motor vehicle fleet, we will reduce consumption of petroleumfuel through increases in fleet fuel efficiency, to include an increase in the ratio ofalternative fueled vehicles in the non-tactical fleet. Performance Target (Date):■ Reduce vehicle petroleum consumption from FY 1999 baseline year (20% – 2005).■ 75% of ordinary (non-tactical) vehicles leased or purchased annually using alternative fuel (2008).Responsible Office: DUSD(I&E)

Relationship to Other Objectives: See Objective 5.4. 

14 |15

2004 DEFENSE INSTALLATIONS STRATEGIC PLAN
Transformation of DoD is fundamentally dependent on

improved tools and metrics for enhancing and managingperformance. Analytical models, information technology,best business practices, and “outside-the-box” ideas willbe harnessed and integrated to improve management of Defense assets in alignment with the guidance of theFederal Real Property Council. Our Business ManagementModernization Program (BMMP) is one of the latest manifestations of our work, and it builds on recent successesin environmental management systems, the facilities sustainment model, the facilities recapitalization metric,the facilities analyses database, the DoD FacilitiesPricing Guide, and family housing master plans. OBJECTIVE 5.1: Develop requirements for information management systems

that are compliant with the DoD Business Enterprise Architecture.Means and Strategies: Critical to transformation is the development and implementation of the Business Enterprise Architecture (BEA). The BEA sets the high-level vision for how to best integrate various business processes across the Department.This DoD-wide architecture provides a mechanism to better understand the complexsystems and organizational inter-relationships that currently exist in DoD’s operationsand will serve as a blueprint to guide the development of the planned, future solution.It will provide the basis for the planning, development, and implementation of management capabilities and systems necessary to transform business operations. It will also guide and leverage investments in operations, and systems to facilitatecomprehensive change. We will publish a transition plan to implement this enterprisearchitecture. The plan will describe the key concepts, strategy, and methodologyrequired to facilitate successful transition from the current, “As Is” state to the future, “To Be” architecture.

Performance Deliverable (Date):

■ Implement new real property inventory requirements (FY 2005).■ Develop initial activity based architecture for all DUSD (I&E) business areas (FY 2005).Responsible Office: DUSD(I&E) and Components. 

Relationship to Other Objectives: None.

OBJECTIVE 5.2: Implement common tracking and reporting of facility, 

environmental, and workforce resources, conditions, limitations, and liabilities to support integrated and sustainable asset management. Means and Strategies: The Department’s Business Management Modernization Program

(BMMP) has developed version 1.0 of the enterprise architecture for all of DoD’sbusiness areas. Although version 1.0 sets the high-level vision for integrating information throughout the Department, it is not detailed enough to determine howenvironmental site information and real property inventory records should be integrated.Within the installations area, we give special emphasis to the area of real propertyinventory, including linking real property inventory to environmental liabilities. Weexpect to have a new, clearly articulated process for inventorying real property and a set of requirements for future real property inventory systems by the end of FY2004. We will establish common facility condition ratings (Q-rating) based on facilitycondition index in conjunction with mission impact factors. We will update Volume 4of the DoDFMR (DoD 7000.14-R) to require a reconciliation of real property and environmental site records. Within the environmental area, the BMMP has created an integrated Environmental, Safety, and Occupational Health (ESOH) Domain. Performance Deliverable (Date):

■ Establish common condition reporting (Q-status) in the real property inventories (FY 2004). ■ Establish common facility mission impact factor (M-rating) in the real property inventories

(FY 2005). 

oal 5, Right Tools And Metrics: 

rove portfolio management and planning by embracing best business practices, modern asset management techniques, and performance assessment metrics.
 assets and sites with environmental 

nts.

es 1.3, 1.4, 2.2, 2.5, 2.6 and 3.3. 

ment systems based on the “plan

onal standard for environmental

nage the environmental, safety 

of the mission world-wide. 

Means and Strategies: In April 2002, we issued policy guidance requiring that each

DoD Component adopt an Environmental Engineer Management System (EMS) thatmeets requirements of Executive Order (EO) 13148 - Greening the Governmentthrough Leadership in Environmental Management — and encourage incorporation ofsafety and occupational health in the overall management system framework. Thepurpose for implementing these management systems is to make DoD operationsmore efficient and "sustainable". The term "sustainable operations" refers to mission activities conducted in a manner that preserves the resources (human, natural, facilities, equipment, financial) and community support required to ensurecurrent mission success and support future mission requirements. ESOH managementsystems will provide the continual improvement process to align goals, objectives,and targets to move the Department "step-by-step" toward sustainable operations.We issues EMS implementation metrics in January 2003. DoD Components haveidentified 624 "appropriate facilities" (installations and other DoD operating locationsand organizations) at which EMS will be implemented. As of February 2004, approximately 312 DoD facilities have initiated EMS implementation by issuing EMS policies,and 33 DoD facilities have an EMS in place (see Figure 8). The EMS initiative servesas the first step in the development of analogous safety and health management system initiatives. We are preparing policy guidance to set the Department on a courseof action to expand the scope of the EMS to include safety and occupational health. Performance Deliverable (Date):■ Implement Environmental Management Systems (EMS) at all appropriate facilities to meet

DoD and Component environmental policies (December 2005).

■ Implement Safety and Occupational Health Management Systems (SOH MS) at all 

appropriate locations subject to DoD and Component safety and occupational health policies.(FY 2008).

Responsible Office: DUSD(I&E) 

Relationship to Other Objectives: See Objectives 2.5, 3.2 and 3.3. 

16 |17

2004 DEFENSE INSTALLATIONS STRATEGIC PLAN 

Air Force DLA DoD

ECTS TRAINING REVIEW EMS

19 9 137 624

ities”

stems.
OBJECTIVE 5.4: Develop an analytical model based on common benchmarks

to accurately forecast funding requirements for base services.Means and Strategies: Base services are a very large collection of functions – sometime referred to as base operations support – that include all the general services(transportation, supply, engineering, etc.) that are normally found on military installations. With the objective of establishing some commonality in funding requirements, a cross-Department working group has examined definitions and budget structuresand established a sequential approach to the problem. Starting with commercialbenchmarks for real property services (payments for utilities, leases, custodial services, snow plowing, etc.) the Department will work through each sub-function. Due to the scope and complexity of the problem, this process will take some time. In addition, we intend to develop an annual base services stakeholders’ report thatrelates base services to warfighting capabilities.Performance Deliverable (Date):

■ Complete roadmap and timeline for base services elements (FY 2004).■ Initial release of a DoD real property services model (FY 2005).Responsible Office: DUSD(I&E) in conjunction with Comptroller and PA&E.

Relationship to Other Objectives: See Objectives 1.7, 2.4, 4.2 and 4.6. 

OBJECTIVE 5.5: Develop a macro-level standardized tool to model existing

“footprint” versus footprint requirements, to identify shortfalls (or overage)in the capacity of installation assets.Means and Strategies: The Department has made good progress in improving toolsand metrics for managing existing assets. However, while there are some developedtools in individual DoD Components, there is no common DoD-wide tool for identifyingor analyzing requirements for additional capacity needed to perform Defense missions. The “new footprint” requirements exacerbate the problem of sustaining andrecapitalizing existing assets. These additional requirements must be better definedand managed.

Performance Deliverable (Date):

■ Complete an initial study of new footprint requirements (FY 2004).Responsible Office: DUSD(I&E)

Relationship to Other Objectives: See Objective 1.6. 

OBJECTIVE 5.6: Analyze and measure the effects of and prevent encroachment on range and operational capabilities and methods of prevention. 

Means and Strategies: A joint analysis team will review alternative approaches within

and outside of DoD and develop specific milestones. In support of this effort, the DoDComponents will assess current and future operational air, ground, sea and/or undersea, space, and frequency spectrum range/operating area requirements necessary tomeet test and training needs, as well as the encroachment concerns associate withthese assets. The Components will also develop and implement range managementplans to ensure that the necessary range/operating area assets are available to meetmission needs today and indefinitely into the future. Performance Deliverable (Date):

■ Form joint analysis team (FY 2004).■ Initial release of a DoD range and operational capabilities assessment (FY 2004).■ Complete report on range level assessments and analysis of impacts in accordance with 

FY 2003 National Defense Authorization Act (NDAA) Section 366 (2004).

■ Complete report on range and installation level assessments and analysis of impacts in

accordance with FY 2004 National Defense Authorization Act (NDAA) Section 320 report(2004, interim; 2006, final).

Responsible Office: DUSD(I&E) in conjunction with USD(P&R).

Relationship to Other Objectives: See Objectives 1.3, 1.4, 1.5 and 1.6. 

 

 
d

arfighters is forged at, and deployed

allations in the United States and 

ired today and develop the combat

es in the future. To operate installations

store, and modernize all of our installa

 manmade assets associated with 

on, including the facilities, people, 

The 2004 Strategic Plan seeks to deliver a framework of installations, facilities,ranges, and other critical assets that is properly distributed, efficient, and capable of ensuring that the Department of Defense and the U.S. Armed Services can successfully carry out the roles, missions, and tasks that safeguard our security at home and overseas. Our vision is simple to state and understand, but not easy toachieve – indeed, the realization of an optimum balance between on-hand assets,capabilities, capacities, and military requirements remains many years in the future.We are making progress toward our vision and it is essential that we continue to doso, because, at the end of the day, our installations are the home of combat power.

18 |19

2004 DEFENSE INSTALLATIONS STRATEGIC PLANOngoing improvements will

continue to strengthen theinstallation infrastructure,and ultimately support ourglobal security mission.
ppendix: Definitions

ACAT – Acquisition CategoryASD(RA) - Assistant Secretary of Defense (Reserve Affairs)Asset management - A decision-making framework with a long-term focus, guided by performance goals. It combines engineering principles with sound business practices and economic theory and provides decision support tools to facilitate a more organized, logical approach to decision-making. BEA - Business Enterprise ArchitectureBMMP - Business Management Modernization Program BOS - Base Operations Support, the general services (transportation, supply, engineering, etc.) that are normally found on military installations.BRAC - Base Realignment and ClosureCapability - The ability to execute a specified course of action. (A capability may or may not be an intention.)Class 0 - Recurring administrative, personnel and other costs associated with managing environmental programs that are necessary to meet applicable compliance requirements.Class 1 - Projects or activities required to address situations currently out of environmental compliance orshall be out of compliance with environmental requirements if the project or activity is not implementedwithin the current program year.Closure - All missions of the installation have ceased or have been relocated. All personnel positions (military, civilian and contractor) have either been eliminated or relocated, except for personnel required for caretaking, conducting any ongoing environmental cleanup, and disposal of the base, or personnelremaining in authorized enclaves.CBRNE - Chemical Biological Radiological Nuclear Explosive Commission - The Commission established by section 2902 of the Defense Base Closure and RealignmentAct of 1990, as amended.Comptroller - Department of Defense ComptrollerCY – Calendar YearDAU – Defense Acquisition UniversityDoD - Department of DefenseDoD Components - Army, Navy, Air Force, Marine Corps, and Defense AgenciesDUSD(I&E) - Deputy Under Secretary of Defense (Installations and Environment)EMS - Environmental Management System Environmental Quality Technology – a suite of demonstrated and validated technologies ready for transfer for Defense-wide exploitation. Encroachment - Broadly defined, includes those outside factors that inhibit accomplishment of necessarylive training and testing. Instances of encroachment such as compliance with escalating environmental legalstatutes, competition for airspace and eroding DoD radio frequency spectrum along with substantial urbangrowth around previously isolated ranges.Force structure - Numbers, size and composition of the units that comprise U.S. defense forces: e.g., divisions, ships, air wings, aircraft, tanks, etc.FSM - Facilities Sustainment ModelFRM - Facilities Recapitalization Metric

FY - Fiscal YearFUDS - Formerly Used Defense SitesIAM – Information Acquisition ManagementICRMP - Integrated Cultural Resource Management Plan INRMP - Integrated Natural Resource Management PlanInstallation - A base, camp, post, station, yard, center, homeport facility for any ship, or other activity underthe jurisdiction of the Department of Defense, including any leased facility.Installation Assets - Natural and manmade assets associated with owning, managing, and operating aninstallation, including the facilities, people, and internal and external environment.Joint - Connotes activities, operations, organizations, etc., in which elements of two or more MilitaryDepartments participate.Modernization - Repair and replacement activities to implement new standards or functions for facilities. O&M - Operations and MaintenancePA&E - Program Analysis and EvaluationPermanent Party Barracks - Barracks to house personnel assigned to the host command or to tenant activities supported by a host/tenant agreement.Realignment - Any action that both reduces and relocates functions and civilian personnel positions, butdoes not include a reduction in force resulting from workload adjustments, reduced personnel or fundinglevels, or skill imbalances.Real Property Services – Services provided on an installation to include: utilities, fire protection/emergencyservices, snow removal, pest control, custodial services, trash removal, facilities management and administration, installation engineering services, and grounds maintenance.SHARE - Safety, Health and Return-to-EmploymentSOH MS - Safety and Occupational Health Management SystemsS/RM - Sustainment, Restoration, and ModernizationSustainment - Maintenance and repair activities necessary to keep an inventory of facilities in good 

working order.RAC - Risk Assessment CodeRestoration - Repair activities necessary to restore degraded facilities to useful condition.RFP - Request for ProposalTBD - to be determinedTransformation - According to the Department’s April 2003 Transformation Planning Guidance document,transformation is “a process that shapes the changing nature of military competition and cooperationthrough new combinations of concepts, capabilities, people and organizations that exploit our nation’sadvantages and protect against our asymmetric vulnerabilities to sustain our strategic position, which helps underpin peace and stability in the world” (Department of Defense, Transformation Planning Guidance,April 2003).U.S.C. - United States Code USD(P&R) – Under Secretary of Defense (Personnel and Readiness)

er 2004 OFFICE OF THE DEPUTY UNDER SECRETARY OF DEFENSE (INSTALLATIONS AND ENVIRONMENT)